Corrections_Today_September-October_2022_Vol.84_No.5

Results Prior Occupations Our sample of correctional officer trainees came from, in order of the most individuals to the least, the following industries: service industry (25.4%), manual labor (23.4%), human services (13.8%), administrative (11.1%), criminal justice (7.8%), security (6.3%), skilled labor (5.7%), those that reported no prior occupation In our sample, 48.6% of the newly hired officers had never held a military, human service, criminal justice or security-related position. For this reason, their job histories indicated they “floated” into this occupation, as their work histories did contain correc tions-related experiences. After excluding those who reported criminal justice/corrections-related motiva tions for becoming correctional officers, 199 fewer trainees fit the definition, making 21.9% of the sample “floaters.” Moreover, 30.7% (n = 207) of the sample had come directly from corrections-relevant positions, making their work histories resemble those flowing into the position. After including those who reported moti vations relevant to corrections work, an additional 142 trainees fit the definition of “flow-ers,” for a total of 51.7% “flow-ers.” Length of prior employment The average length of employment in prior jobs for the officers in our sample was just over two years (25.4 months). The median length of employment over their last three jobs was 14 months (just over one year). Our findings also reveal those whose histories indicate float ing tended to stay for an average of 25.8 months at past jobs, while non-“floaters” stayed 30.6 months. Regard less of how it is measured, this trend is disconcerting. Turnover in officers is a major problem in the correc tions sector, with turnover rates as high as 25% over three years. 4 One state saw a turnover rate of 56% in a single year. 1 If past behavior predicts future behavior, a short tenure as a correctional officer should not be surprising. (3.4%) and military (3.1%). Floaters versus Flow-ers

Concluding remarks State departments of correction should be cognizant of the occupational histories of those they decide to hire. Our findings reveal nearly 50% of individuals come into corrections without any prior experience conducive to correctional officer work. Given the challenges of prison work (e.g., stress, danger), departments might want to consider attending to the “shock” experienced by new of ficers who “float” into the position. Occupational histories are also important to understand as they are likely to predict future occupational outcomes. State departments of correction could use this information in an effort to know if newly hired correctional officers, those that they paid thousands of dollars to train, are likely to stay or bound to leave their jobs. As training of officers is a costly investment, sorting out “floaters” from the “flow-ers” can make this investment more likely to pay off in the future. Three factors have the potential to result in less risk-averse hires. As training of officers is a costly investment, sorting out “floaters” from the “flow-ers” can make this investment more likely to pay off in the future. First, state departments may want to not only pay close attention to the prior work histories of those applying but also their motivations for doing so. This could allow departments to evaluate whether these individuals drifted into this position for better pay/benefits compared to their old job, or if they are motivated to do correctional work for other reasons (e.g., to help people). Second, depart ments may want to focus on instilling in those they hire the value and purpose of the occupation. In so doing, the newly hired officers may begin to think of their new job as a career, rather than a job. This could be done during the training academy experience. →

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